The Role of Managerial Coaching and Feedback Dynamics in Nurturing Workplace Performance in the Indian Context

Abstract

In response to today’s fast-paced and complex business environment, organizations are increasingly relying on managerial coaching as a key strategy for enhancing employee performance. As businesses face rising demands and evolving expectations, alternative approaches to performance enhancement are gaining traction. This study investigates the mechanisms through which managerial coaching behaviors (MCB), the feedback environment (FE), coachee feedback orientation (CFO), and organizational learning culture (OLC) impact individual (IP) and unit performance (UP) within the Indian context. Grounded in Social Exchange and Path-Goal Leadership theories, we propose a conceptual model where leader-member exchange (LMX) serves as the central mediating mechanism. Data from 428 employees across Indian organizations were analyzed using structural equation modeling. The results indicate that LMX fully mediates the relationship between MCB and IP, and between FE and both IP and UP. Additionally, LMX partially mediates the relationships between CFO and IP, as well as between OLC and UP. These findings confirm that the primary pathway from coaching-related factors to performance is through the cultivation of high-quality, trust-based relationships between managers and team members. The findings contribute to the growing literature on coaching and leadership by offering empirical insights into how relational and organizational factors interact to shape employee performance in the Indian context. The study offers practical implications for HRD professionals and organizational leaders seeking to strengthen managerial effectiveness, build high-quality manager–employee relationships, and foster a culture of continuous learning and feedback.